Task Analysis – involves:

 Identifying the important tasks and knowledge, skill, and behaviors that need
to be emphasized in training for employees to complete their tasks

Person Analysis – involves:

 Determining whether performance deficiencies result from a lack of

knowledge, skill, or ability (a training issue) or from a motivational or work
design problem
 Identifying who needs training
 Determining employees’ readiness for training

LEVELS OF TRAINING NEED ANALYSIS

1
What is the
Context?

Organizational analysis

Task
Analysis In what do they need training?

Personal analysis

Who needs the training?

2) Creating A Training Budget

Budgeting for training does not mean using surplus money when it’s available. Instead, you
should build a separate line item for training into your yearly budget. A training budget
should include the following costs:

 Initial communication about the training program

 Training delivery (e.g. classes, video tutorials, e-learning, course fees)
 Training materials (workbooks, videos)
 Staff time (including replacement time)
 Instructor fee

2
 Travel, lodging or meal expenses required to participate
 Ongoing training (upkeep)
 Contingencies

Managing the Budget

Once approved, your training budget will need careful management to ensure that costs
stay on track. Unforeseen events can lead to changing costs. A specially trained staff
member might unexpectedly leave the company before their knowledge is passed on to
others. Training costs will increase if you need to rely on external resources.

How Much to Spend?

Many large organizations commit to investing anywhere from two to five percent of salary
budgets back into training. While that may not be realistic for you, it's important to find a
number you feel your budget can absorb. Base the figure you'll use on your needs
analysis. You may be tempted to use the least expensive trainers or training materials
available. Often, using "b" level resources produces "b" results. Increase the likelihood of
success by always striving for A's. Use the best caliber training you can afford.

Ways to Save

Depending on the size of your staff, you may find training costs add up quickly. Here are
some ways you can save on costs:

 Group training: earn volume discounts by training numerous employees at once

(sometimes as few as three participants will qualify)
 Re-use materials: training materials such as videos have a long shelf life and may be
used repeatedly
 Teach one, teach all: spend on off-site training for one employee, but have him or
her present their knowledge to remaining staff
 E-learning: electronic options are cheaper than traditional, instructor-led training

3
Another tip is to negotiate free or reduced-cost training from your vendors, who will be
happy to help you if it means their product will be successful.

Securing Commitment

Don't forget that employee commitment is necessary for training to succeed. One way to
ensure employees take the effort seriously is to have those getting specialized training to
share the cost. Employees who have made a personal investment in learning will be more
focused on completing the task.

If you are footing the bill, get employees to commit to working for you for a specified
period of time following the training's completion. Let them know you will require
reimbursement if they aren't able to fulfill the agreement.

It is also important to have full support for training efforts from senior people in your
organization. If they understand the long-term value of employee development, they should
be able to help by earmarking funds for training.

3) Selecting Of A Training Methods.

The best type of training methods has to be selected keeping in mind the employees needs
and capabilities.

• Lecture

The Lecture is an efficient means of transmitting large amounts of factual information to a

relatively large number of people at the same time. It is traditional method of teaching and
is used in many training programs. A skilled lecture can organize material and present it in
a clear and understandable way. How ever a lecture doesn’t allow active participation by
learners.

• Case method

A Training method in which trainees are expected to study the information provided in the
case and make decisions based on it.

4
• Simulations

Simulators are training devices of varying degrees of complexity that duplicate the real
world. Simulation refers to creating an artificial learning environment that approximates
the actual job conditions as much as possible.

• Apprenticeship

This type of training refers to the process of having new worker, called an apprentice, work
alongside and under the direction of skilled technician.

• Internships

Internships and assistantships provide training similar to apprenticeship training; however’

assistantships and internships typically refer to occupations that require a higher level of
the formal education than that required by the skilled trades. Many colleges and
universities used to develop agreements with organizations to provide internships
opportunities for students.

• Coaching and Mentoring

Some organizations assign an experienced to serve as a mentor for new employees.

Effective mentors teach their protégés job skills, provide emotional support and
encouragement. Coaching and mentoring are primarily on-the-job development approaches
emphasizing learning on a one-to-one basis. Coaching is often considered a responsibility
of the immediate boss who has greater experience or expertise and is in the position to
offer sage advice. The same is true with a mentor, but this person may be located elsewhere
in the organization or even in another firm. The relationship may be established formally or
it may develop on an informal basis.

• Discussions

Conferences and group discussions, used extensively for making decisions, can also be
used as a form of training because they provide forums where individuals are able to learn
from one another. A major use of the group discussion is to change attitudes and behaviors.

5
• Games

Simulations that represent actual business situations are referred to as business games.
These simulations attempt to duplicate selected parts of a particular situation, which are
then manipulated by the participants

• Role playing

A Training method in which participants are required to respond to specific problems they
may actually encounter in their jobs.

• Computer-based

Computer based training is a teaching method that takes advantage of the speed, memory,
and data manipulation capabilities of the computer for greater flexibility of instruction.

• Multimedia

Multimedia is an application that enhances computer-based learning with audio, animation,

graphics, and interactive video.

• Virtual reality

It is a unique computer-based approach that permits trainees to view objects from a

perspective otherwise impractical or impossible.

• Video Training

The use of videotapes continues to be a popular Training method. An illustration of the use
of videotapes is provided by behavior modeling. It has long been a successful Training
approach that utilizes videotapes to illustrate effective interpersonal skills and how
managers function in various situations.

• Vestibule training

Training that takes place away from the production area on equipment that closely
resembles the actual equipment used on the job.

6
3) Delivering The Training.

The training program that results from assessment should be a direct response to an
organizational problem or need. Approaches vary by location, presentation, and type. These
are summarized below the

1. Location Options

a. On the job: Training is at the actual work site using the actual work equipment

b. Off the job: Training away from the actual work site. Training is at a Training facility
designed specifically for Training.

For the delivery of the training it must be taken care that the best methods, faculty, and
environment are chosen so as the training get absorbed. Success of the training is directly
related to absorption and implementation of the training information given. It should be
well designed and well planned.

4) Evaluating Training

The credibility of training is greatly enhanced when it can be shown that the organization
has benefited tangibly from such programs. Organizations have taken several approaches in
attempting to determine the worth of specific programs. In this phase, the effectiveness of
the training is assessed. Effectiveness can be measured in monetary or non-monetary terms.
It is important that the training be assessed on how well it addresses the needs it was
designed to address.

• Participants’ Opinions:

Evaluating a training program by asking the participants’ opinions of it is an inexpensive

approach that provides an immediate response and suggestions for improvements. The
basic problem with this type of evaluation is that it is based on opinion rather than fact. In
reality, the trainee may have learned nothing, but perceived that a learning experience
occurred.

7
• Extent of Learning:

Some organizations administer tests to determine what the participants in training program
have learned. The pretest, posttest, control group design is one evaluation

procedure that may be used.

• Behavioral Change:

Tests may indicate fairly accurately what has been learned, but they give little

insight into desired behavioral changes.

• Accomplishment of Training Objectives:

Still another approach to evaluating training programs involves determining the extent to
which stated objectives have been achieved.

• Benchmarking

Benchmarking utilizes exemplary practices of other organizations to evaluate and improve

training programs. It is estimated that up to 70 percent of American firms engage in some
sort of benchmarking.

• A Case for Simplicity :

Value is the measure of impact and positive change elicited by the training.

The most common approaches used to determine the effectiveness of training programs are
as under:

Other Approaches For Evaluation Of Training

a) Post Training Performance Method

In this method the participants’ performance is measured after attending a training program
to determine if behavioral changes have been made.

8
b) Pre-Post Test approach

Most commonly used approach towards measurement of effectiveness of training is Pretest

Post test approach this approach performances the employees is measured prior to training
and if required training is provided. After completion if the training again the performance
is measured this is compared with performance before training if evaluation is positive e.g.
increase in productivity that means that training is effective.

c) Pre- Post Training Performance with control group Method

Under this evaluation method, two groups are established and evaluated on actual job
performance. Members of the control group work on the job but do not undergo
instructions. On the other hand, the experimental group is given the instructions. At the
conclusion of the training, the two groups are reevaluated. If the training is really effective,
the experimental group’s performance will have improved, and its performance will be
substantially better than that of the control group.

Maintaining Performance after Training

Effective training can raise performance, improve morale, and increase an organization's
potential. Poor, inappropriate, or inadequate training can be a source of frustration for everyone
involved. To maximize the benefits of training, managers must closely monitor the training
process. Developing learning points, to assist knowledge retention, Setting specific goals,
identifying appropriate reinforces and teaching trainees, self-management skills can help
organizations to maintain performance after training.

Following up on Training

Any training or development implemented in an organization must be cost effective. That is the
benefits gained by such programs must outweigh the cost associated with providing the learning
experience. Training to be more effective, is supposed to be followed with careful evaluation.
Evaluation methods are discussed in the previous lecture. Different techniques and approaches
can be used to evaluate the training program and, if required at any level, revisions and
redesigning should not be avoided. It is not enough to merely assume that any training effort of
an organization is effective; we must develop substantive data to determine whether our training

9
effort is achieving its goals- that is, if it’s correcting the deficiencies in skills, knowledge or
attitudes that were assessed in needing attention. Training programs are expensive. The cost
incurred alone justify evaluating the effectiveness.

10
Chapter -2
Research methodology
 Objectives of the study
 Sample design
 Data collection
 Tools and techniques for analysis and interpretation

11
OBJECTIVES OF THE STUDY

1. To understand the importance of the training program at the JCBL.

2. To know the barriers of training programs in the JCBL. And organization steps to remove
barriers.
3. To know the mode and benefits of training programs used in JCBL.
4. To understand the organization efforts to make training program more effective.
5. To know whether the employees and the advisors are satisfied or not amongst the training
and development program.

12
Research methodology:-

“IF A MAN WILL BEGIN WITH CERTAINITIES HE SHALL END IN

DOUBTS; BUT IF HE WILL BE CONTENT TO BEGIN WITH DOUBTS HE
SHALL END IN CERTAINITIES “ .(Francis Bacon)

Research is a scientific and systematic search for pertinent information on a specific topic.
Research is an art of scientific investigation. It is an academic activity and thus the term should
be used in a technical sense. Research comprises defining the problem, formulating hypothesis or
suggesting solutions; collecting organizing and evaluating data; making deductions and reaching
conclusions to determine whether they fit the formulating hypothesis.

Research is thus, an original contribution to the existing body of knowledge, making for its
advancement..

Research methodology is a way to systematically solve the research problem. The research
methodology included the various methods and techniques for conducting a research. “Research
is a systematic designing, collection, analysis, and reporting of data and finding relevant solution
to a specific situation or problem.” Research is thus, an original contribution to the existing stock
of knowledge making for its advancement, the purpose of research is to discover answers to the
questions through the application of scientific procedure.

My research project has a specified framework for collecting the data in an effective manner.
Such framework is called “RESEARCH DESIGN”.

The research process which was followed by me consisted of following steps:

A. DEFINING THE PROBLEM & RESEARCH OBJECTIVES

It is said, “A problem well defined is half solved”. The first step is to define the problem
under study and decide the research objective. The definition of problem is to get the feedback of
employees regarding the training and development given to them in JCBL.

13
B. DEVELOPING THE RESEARCH PLAN:
The second stage of research calls for developing the efficient plan for gathering the
needed information. Designing a research plan calls for decision on the data sources, research
approach, research instruments, sampling plan and contacts method.

The development of Research plan has the following Steps:

 DATA SOURCES
Two types of data were taken into consideration i.e.

primary data and secondary data. My major emphasis was on gathering the primary data.
Secondary data has also been used to make things more clear.

i. PRIMARY DATA: Direct collection of data from the source of information,

personal interviewing, survey etc.
ii. SECONDARY DATA: Indirect collection of data from sources containing past or
recent information like, publication in newspapers, magazines and data availability on
company website.
RESEARCH APPROACH

Surveys are best suited for Descriptive Research. Surveys are undertaken to learn about people’s
knowledge, beliefs, preferences, satisfactions and so on and to measure these magnitudes in the
general public. Therefore I have done this Survey for the Descriptive Research Process.

1. RESEARCH INSTRUMENT
A close friend questionnaire was constructed for my survey. A Questionnaire consists a
set of statements was presented to respondents for their answers

2. SAMPLING PLAN
The sampling plan calls for two decisions.

(a) Sampling unit: Who is to be surveyed? The employees at the JCBL Company.
(b) Sample Size: How many people have to be surveyed?

14
Sample Size:

For the purpose of the study, the selection of the Managers is done with the help of department.
The samples are selected randomly. The following table summarized the sample size in terms of
units in nature of job.

NATURE OF SAMPLE NO OF SAMPLE

RESPONDENTS 50

(B) CONTACT METHODS

Once the sampling plan has been determined, the question is how the subject should be
contracted i.e. by telephone, mail or personal interview. Here in this survey, I have contacted
the respondents through personal interviews.

NEED FOR THE STUDY

Training and development is an attempt to improve current and future performance by increasing
an employee’s ability to perform through learning, usually by changing the employee’s attitude
or increasing his/her skills and knowledge.

1. The quality and variety of the training provided is the key for motivation.
2. Training and development helps to remove performance deficiencies in employees.
3. It is very important to change negative attitude with respect to job satisfaction, resistance to
change and job commitment.
PURPOSE OF THE STUDY

The broad based objectives of undertaking the studies to explore the areas where training of
workers is required in the organization.

15
SCOPE OF THE STUDY:-

Different head of departments have given their points on this problem. The study will help in
reducing the turnover of employees in the organization.

With the help of this study it will become easier to know the perception of employees regarding
satisfaction by the organizations system.

After going through the results, the study will help to look after the overall development of the
organization.

The study would also be helpful to the organization as well as for the betterment of the
employees in the organization

DATA COLLECTION TECHNIQUE:-

The collection of data is a tedious task. For conducting any sort of research. Data was needed.
So for my research, there was plenty of primary data. I have collected the information from the
respondents with the help of questionnaire.

A) COLLECTION OF PRIMARY DATA: Primary Data is the data collected from the
original source Questionnaire and personal interviews were the main instruments, which
were used for collecting primary data.
Research Design in This Case:- Interview and interaction with the officers and officials of the
corporation has been conducted in order to find out the existing system of training and
development and to suggest feasible improvements in the system of JCBL. Discussions with the
officials of the company have provided detail insight into these discussions.

Contact Method:- Interview/interaction method.

Sampling Procedure:- Random & Convenience

Sample Size:-50 respondents.

16
COLLECTION OF SECONDARY DATA: Secondary Data is the one which has already been
collected by someone else and some other person is using that information. The source of
secondary data was, the records maintained about the employees who have left the organization.

Research Design in This Case:- The secondary data has been collected from the company
records already available like Annual report, budgetary performance report and data available on
internet.

Research Design: The Survey Research Method is the basic research design. The source of data
is primary. Each respondent is required to fill a questionnaire, interviews are conducted wherever
necessary. Survey questions are framed so as to obtain objectivity in the respondent aspects. The
nature of research is primarily and exploratory research qualitative data.

Sample Design: The survey of approximately 50 respondents is conducted. Information is

collected using self administered, voluntary and anonymous questionnaire.

DATA ANALYSIS TECHNIQUE

The next step is to extract the pertinent findings from the collected data. I have tabulated the data
and then charts are made on the basis of data survey during the research process.

17
Chapter -3
Analysis and interpretation

18
ANALYSIS & INTERPRETATION OF STUDY

TABLE – 1

Q1. Your Organization considers training as a part of organizational strategy. Do you agree with this
statement?

Ans. Parameter no. of respondents %

Strongly agree 05 10

Agree 20 40

Somewhat agree 10 20

Disagree 02 4

Strongly disagree 13 26

TABLE 1
25

20
20

15 Series1
14
10
10

5 6

0
senior staff junior staff new staff based on
requirement

INTERPREATION:-

The given graph shows, the 40% (20) respondent agree on a statement that
training is a vital part of the organization. But 13 strongly were opposite to the statement. But
result shows the training provides the benefits to the organization..

19
Q2. How many training programs will you attend in a year?

Ans. Parameter no. of respondent %

Less than 10 10 20

10-20 30 60

20-40 07 14

More than 40 03 06

TABLE 2
based on re- senior staff
quirement 12%
20%

junior staff
28%

new staff
40%

INTERPRETATION:-

The given graph shows the 60% of the employees attend 10-20 training
programs in a year. 20% said less than 10 and 14 % between 20-40 in a year. But the portion in
favor of 10-20 is high so they attend mid of 10-20 programs in a year at JCBL.

20
Q3. To whom the training is given more in your organization?

Ans. Parameter no. of respondent %

Senior staff 06 12

Junior staff 14 28

New staff 20 40

Based on requirement 10 20

TABLE 3
based on re- senior staff
quirement 12%
20%

junior staff
28%

new staff
40%

INTERPRETATION:-

The given graph shows. 40% in the favor that organization provides the
training to new staff to familiar with the working of the organization. And 28% in the favor of
junior staff. So it means the organization provides training to entry level employees.

21
Q4. What are all the important barriers to Training and Development in your organization?

Ans. Parameter no. of respondent %

Time 20 40

Money 05 10

Lack of interest by staff 15 30

Non availability of skilled trainer 10 20

25

20
20

15
15

10
10

5
5

0
education of off job training strong budget hiring efficient
employees trainer

Series1

INTERPRETATION:-

The given bar chart shows, the organization faces problem of time (40%)
in training & development program. Lack of interest (30%) and non availability of skilled trainer
(20%) also an problem for the organization. It reveals the organization willingly wants to provide
the training but staff, time and trainer are the problems.

22
Q5. What tactics organization used to remove the barriers in the training program? That makes
success of training program in organization?

Ans. Parameter no. of respondent %

Education of employees 20 40

Off job training 10 20

Strong budget 05 10

Hiring efficient trainer 15 30

TABLE 5

30% education of employees

40% off job training
strong budget
hiring efficient trainer

10%

20%

INTERPRETATION:-

The given pie chart show, the 40% of the favor that organization stress on
education of the employees to increase their interest for training programs. And organization
likes to provide off job training (30%) to remove the problem of time. And less 20% respondents
were in favor that organization prepared strong budget for the efficient implementation of
training program.

23
Q6. What mode of training method is normally used in your organization?

Ans. Parameter no. of respondents %

Job rotation 10 20

External training 18 36

Conference/discussion 15 30

Programmed instruction 07 14

TABLE 6
20
18
18
16
14 15
12 Series1
10
10
8
6 7
4
2
0
job rotation external training conference/ programed
discussion instruction

INTERPRETATION:-

24
The given graph shows, the maximum (36%) of the respondents in the
favor that organization provides the external training. 20% and 30% in the favor that
organization provides the job rotation and conference/discussion training.

Q7. What are the conditions that have to be improved during the training sessions?

Ans. Parameter no. of respondent %

Redesign the job 12 24

Remove interference 15 30

Reorganize the workplace 04 08

Upgrade the information 19 38

should pos-
fond of talking sess only
to people technical skills
24% 20%

generalist
makes better
personnel
manager people and
12% soft skills are
more impor-
tant
44%

INTERPRETATION:-

25
The given pie chart shows, the organization doing the lots of practices to
make training program more effective. 38% respondent in favor of upgrade the information
while training program implemented in the organization. 30% and 24% respondent in favor to
remove the interference and redesign the job to make training program more effective.

Q08. What are the skills that the trainer should possess to make the training more effective?

Ans. Parameter no. of respondent %

Should possess only technical skills 10 20

People or soft skills are more important 22 44

Generalist makes better personnel manager 06 12

Fond of talking to people 12 24

should pos-
fond of talking sess only
to people technical skills
24% 20%

generalist
makes better
personnel
manager people and
12% soft skills are
more impor-
tant
44%

INTERPRETATION:-

26
The given pie chart shows the different skills of the trainer that should be
possess. 44% respondent said, the trainer should possess people skills and soft skills. 24% said
fond of talking to people, 20% said should possess only technical skills and rest 12% said
generalist makes better personnel manager.

Q09. Do you agree that enough time was provided to learn about the subject covered in the training
program?

Ans. Parameter no. of respondent %

Strongly agree 10 20

Agree 30 60

Undecided 02 04

Disagree 05 10

Strongly disagree 03 06

25

20

15

10

0
strongly agree agree undecided disagree strongly
disagree

27
INTERPRETATION:

The given graph shows, big portion of the respondents (40) in the favor
that organization provides the enough time to understand the subject covered in the training
program. But rest 10 against the effort of organization.

Q10. Do you think that the training leads to enhancement of your skill?

Ans. Parameter no. of respondents %

Strongly agree 12 24

Agree 26 52

Undecided 02 04

Disagree 08 16

Strongly disagree 02 04

25

20

15

10

0
strongly agree agree undecided disagree strongly
disagree

28
INTERPRETATION:-

The given graph shows, 12 and 26 responded in favor that training helps to
increase the skills of the employees. But 2 were undecided. And rest 10 responded were in
against. JCBL continuously keep check on the training program in the organization to enhance
the skill of the employees.

Q11. Do you think that the knowledge and skills gained from the training program directly apply to your
work?

Ans. Parameter no. of respondents %

Strongly agree 20 40

Agree 22 44

Undecided 02 04

Disagree 04 08

Strongly disagree 02 04

29
25

20

15

10

0
strongly agree agree undecided disagree strongly
disagree

INTERPRETATION:-

The given graph shows, huge no. of respondents (20+22) in favor that they
apply the knowledge, skills learned from the training programs to their work. Some portions of
respondent were against of the statement. Here it’s clear the training program really beneficial
for the organization.

Q12. Do you think that freedom is given to you to show your skills and knowledge during training
program?

Ans. Parameter no. of respondent %

Strongly agree 10 20

Agree 20 40

Undecided 04 08

Disagree 10 20

Strongly disagree 06 12

30
25

20

15

10

0
strongly agree agree undecided disagree strongly
disagree

INTERPRETATION:-

The given bar chart shows, 10 and 20 respondent in favor that

organization gives the freedom to employees to use their own skills in training program. 04 don’t
want to comment on the statement. But 10 and 06 were against of the statement that organization
not giving the freedom to the employees.

Chapter-4

31
Findings and recommendations
 Limitations of the study
 Bibliography
 Abbreviations used (If applicable)
 Annexure/Appendix

CONCLUSION

It is concluded from the survey on “Training & Development” that training program conducted
in JCBL Ltd, is very effective in improving the skill and knowledge of the employee to meet the
present and future requirement of the organization. It’s found that training place a crucial role in
not only the development of employees but also in achieving the overall organizational goals.

Through the research work it was found that employees were very satisfied by the training
provided to them and strongly agreed that after training their confidence have increased and their
skill and knowledge has also been increased and hence, there was remarkable improvement in
their performance.

32
SUGGESTIONS

It is recommended that managers must ask their employees from time to time what kind of
changes they think should be brought as many employees would like to introduce or accept
certain changes in their present job.

For the above, managers must hold meetings with officers and executives of their respective
departments after at least 3 months and encourage employees to share their views and give
suggestions for any kind of change in their job or in the organization.

If the capabilities are present and the department wants to have some fun while learning, develop
a game. This game can be anything from family feud to jeopardy and more. In either format, the
employees have the answer to the questions created by management department relating to work

33
situations or people. It is amazing what people will remember from a fun situation versus a
forced learning experience.

When conducting the training classes, attempt should be made to keep them informative. While
communicating the ideas is important, the goal should also be to keep the employees interest and
entertained during the workshop.

Through all this, what I would like you to remember is ‘Learning can, and should be a FUN’.

LIMITATIONS OF THE STUDY

During the period of research training, I have made all the possible efforts to gain insight into the
various aspects of training and development at JCBL. I have gone into the details of various
procedures, methods and techniques of training and development being followed at JCBL. But
still this study has following limitations:-

Analysis is only a means not an end. The analysis has been done on the basis of my own
interpretations and up to my best knowledge but every analyst has his/her own interpretations
and suggestions.
 The shortage of time was no doubt the major limitation in the study; the stipulated period was
not sufficient to understand each & every aspect of the system.
 Span of contact was limited to a number of people in organization. It is also the limitation of

34
the study.
 Sample size is limited due to restrictions, work discipline and time constraints.
 Limitations of subjectivity of respondents involved in the study.

BIBLIOGRAPHY

MAGZINES

International Journal of Training and Development

Edited by:-
Paul Lewis, William J. Rothwell, Linda Miller, AAhad Osman-Gani

Books consulted

 BUSINESS RESEARCH METHODOLOGY,pulished by:-NEW AGE

INTERNATIONAL PUBLICATION.edited by:-DR.C.R.KOTHARI.
 Human Resource and Personnel Management by K. Ashwathapa

35
 Human Resource Management by T.N Chabra ,edited by dhanpat publication ,page no:-
223 to 276.
 Approaches to training and development ,by DUGAN LAIRD,edition:-THIRD,third
edition revised and updated by SHARON S.NAQUIN.
 HUMAN RESOURCE MANAGEMENT,edition:-THIRTEEN,by:-ROBERT
L.MATHIS.

Website Consulted

 http://en.wikipedia.org/wiki/Automotive_industry_in_India
 http://www.jcbl.com/
 http://brent.tvu.ac.uk/dissguide/hm1u1/hm1u1text2.htm
 http://www.citehr.com/
 http://books.google.co.in/books?
id=CQYzuwkK1fMC&printsec=frontcover&dq=training+and+development+process&hl=e
n&sa=X&ei=1miFT-
XtBojMrQen5PC6Bg&ved=0CEkQ6AEwAQ#v=onepage&q=training%20and
%20development%20process&f=false

ANNEXEURE/APPENDIX

Q1. Your Organization considers training as a part of organizational strategy. Do you agree with this
statement?

Ans. A. Strongly agree B. Agree C. Somewhat agree D. Disagree

E. Strongly disagree

Q2. How many training programs will you attend in a year?

Ans. A. less than 10 B. 10-20 C. 20-40 D. more than 40

36
Q3. To whom the training is given more in your organization?

Ans. A. senior staff B. junior staff C. new staff D. based on requirement

Q4. What are all the important barriers to Training and Development in your organization?

Ans. A. time B. money C. lack of interest D. non availability of skilled

worker

Q5. What tactics organization used to remove the barriers in the training program? That
makes success of training program in organization?

Ans. A. education of employees B. off job training C. strong budget

C. High efficient trainer.

Q6. What mode of training method is normally used in your organization?

Ans. A. job rotation B. external training C. conference/discussion D. programmed

instruction.

Q7. . What are the conditions that have to be improved during the training sessions?

Ans. A. redesign the job B. remove interference C. reorganize the workplace

D. upgrade the information

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Q8. What are the skills that the trainer should possess to make the training more effective?

Ans. A. should possess only technical skills B. people or soft skills are more important

C. generalist makes better personnel manager D. fond of talking people

Q9. Do you agree that enough time was provided to learn about the subject covered in the
training program?

Ans. A. Strongly agree B. Agree C. Somewhat agree D. Disagree

E. Strongly disagree

Q10. Do you think that the training leads to enhancement of your skill?

Ans. A. Strongly agree B. Agree C. Somewhat agree D. Disagree

E. Strongly disagree

Q11. Do you think that the knowledge and skills gained from the training program directly
apply to your work?

Ans. . A. Strongly agree B. Agree C. Somewhat agree D. Disagree

E. Strongly disagree

Q12. Do you think that freedom is given to you to show your skills and knowledge during
training program?

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Ans. A. Strongly agree B. Agree C. Somewhat agree D. Disagree

E. Strongly disagree

DATE:-…………………

PLACE:-…………………

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